cautiously, following the principle “a little more every day.” Through feedback and
coaching they can evolve constantly. The frogs should be considered by the leader
in more detail: what are the causes for the lack of will? Do I correctly assess them?
Are there differences between their self-image and external image? At the end a
conflict, talk cannot be avoided. It has to result in a clear agreement on the need for
change. The problem cases should not be ignored by a leader – which is unfortu-
nately what happens time and again. Either the employee can still develop or a
parting of ways is inevitable. The leader should engage in focused change
discussions with these inefficient employees.
A further distinction can be illustrated by the experience and seniority of
employees: am I dealing with an old pro or with a beginner? The old pro needs e.
g. to be treated with respect, while the young employee wants someone to look up to
and learn from. Moreover, we know that in a group of analysts, implementers, team
players and other types there are complementary expectations, interests and roles.
Thus the analyst prefers facts and figures and a factual, concise discussion of
leadership. The implementer does not want to just talk but act, and feels most
talking about results. And the team player mainly wants to cooperate in harmony
with others. Here, the executive must make people the heart of the talks.
Our journey has now led us to the point at which we need to examine some
representatives of leadership teaching, to define the factors of good leadership that
are outside of the leadership process but affect it – the organization and the
environment. Leadership is thus a response to conditions inside and outside the
company.
2.4.2 The Organizational Structure
Organizational structures provide the framework in which leadership takes place.
They are therefore a crucial variable in the leadership process. The dilemma is that
the manager must remain within the formal and legitimated framework of the
company’s structures: their duties, powers and responsibilities are defined and
limited. However, they must also change existing structures (and the dominant
culture) in order to enable and encourage change processes. The first principle for
any organization is “structure follows strategy”; the company’s structure is both a
means of achieving and product of its strategy.
The organizational structure consists of division of labor, including the distribu-
tion of duties, the communication structure and the power structure, including the
formal management hierarchy. The communication and the power structure are
determined by the structure of the division of labor, but also have an effect on it.
The distribution of duties relies on hierarchical relationships and subordination, and
influences the ability of individuals to lead or be led.
The division of labor also leads to the development of certain role expectations
of managers and subordinates concerning their own function and the function of
other members of the organization. The more complex and more specialized an
108 2 Occupation or Calling: What Makes for Good Leadership?